MD-TDP1-MLS - 椟鹄知识

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====== MD-TDP1-MLS ======
My leadership Style

Trainer: Perry

===== Learning objectives =====
  * Think about your roles as a leader and link them to Lead Work Win;
  * Explore different leadership theories and their impact on daily leadership tasks
  * Identify your own leadership challenges and try addressing it by applying the leadership theories learnt in MLS
  * Reflect on your own leadership style and further define your leadership growth plan

===== My leadership roles =====

==== Management vs. leadership ====


| A Manager | A Leader |
| Manages do things right  |  Leadership to the right rights  |
|  Work with things and numbers  | work with people and feelings  |
|  is a problem solver |  is a visionary |
|  cares for the day-today business |  promotes organizational change  |
|  provides order and task clarity |  promotes creativity and ideas  |
|  makes plans, directs, and controls |  inspires and involves |
|  counts on rationality and efficiency |  counts on passion and personal initiative  |

==== Lead Work Win ====

==== My leadership strengths & development goals ====

===== Situational leadership =====

==== 4 development levels ====

Development level is a combination of competence and commitment:

  * Competence is 
    * Demonstrated goal or task specific knowledge and skills, and 
    * transferable knowledge and skills
  * commitment is motivation and confidence on a specific goal or task

{{:tdp_1:pasted:20250221-160138.png}}

|  D1  |  D2  |  D3  |  D4  |
| Low Competence | Low to some Competence | Moderate to High Competence | High Competence |
| High Commitment | Low Commitment | Variable Commitment | High Commitment |
| Enthusiastic Beginner | Disillusioned Learner | Capable but cautious contributor | Self-Reliant Achiever |
==== 4 leadership styles ====

{{:tdp_1:pasted:20250221-173520.png}}


|  Directive leadership behaviors  |  Supportive leadership behaviors  |
| Action that shape and control what, how, and when things are done  |  Actions that develop mutual trust and respect, resulting in eased motivation and confidence  |
| Setting SMART goals  | Listening  |
| Showing and telling how | Ask for input  |
| Establishing timelines | Providing rationale  |
| Identifying priorities | Sharing information about the organization  |
| Clarifying roles | Sharing information about self  |
| Developing action plans  | Facilitating self-reliant problem solving  |
| Monitoring and tracking performance | Acknowledging and encouraging  |


|  S1  |  S2  |  S3  |  S4  |
| Directing | Coaching / Enabling | Supporting | Delegating |
| High Direction, low support | High Direction, high support | Low Direction, high support | Low Direction, low support |
| Gives direction about what, how and when | Explores concerns and encourages | Asks associate for input about what and how | Acknowledges expertise |
| Defines goals, timelines, and priorities | Explains why | Listens and encourages | Supports autonomy |
| Clarifies role and boundaries | Redirects and reteaches | Facilitates problem solving by asking open-ended questions | Invites innovation and ongoing learning |
| Checks in frequently | Involves in problem solving | Reflects on past successes | Provides opportunities to teach and mentor others |
| Acknowledges transferable skills and / or commitment | Provides perspectives | Acknowledges high levels of competence and contribution | Values contributions |
===== Motivation =====

==== Extrinsic & Intrinsic motivation ====

There are three basic types of motivation in psychology:

  * Biological motivation or 1.0: refers to the most primitive type of motivation and the one that helps us to stay alive: thirst, hunger …
  * Extrinsic motivation or 2.0: which motivates us to move due to external factors, usually due to the existence of penalties and / or rewards.
  * Intrinsic motivation or 3.0: is the one that encourages us to do things for ourselves, as we enjoy it.

==== Motivation 3.0 ====

{{:tdp_1:pasted:20250221-180226.png?600|}}



|  Autonomy  |  Mastery  |  Purpose  |
| The urge to direct your own life  | The desire to do better and better in something that matters  | The meaning to do something in service of something beyound yourself   |
===== Positive leadership =====

<note tip>Heliotropic effect: "Tendency in all living systems towards that which gives life and away from that which depletes life - towards positive energy and away from negative energy"</note>

OUR CONVICTION-THE BASIS: HUMANISTIC CONCEPTION OF MANKIND
  * People are willing and able to make a contribution
  * People only do what they like to do
  * Our brain focuses on maximizing pleasure and positive stimulation
  * People only change if they are touched by emotions and motives and if the change is rewarding
  * People learn above all from those with whom they work or live 
  * People are creative, active, capable of learning and development and ask for meaning
==== Experience positivity ====

an understanding of leadership that..is based on scientific principles that represent a change of paradigm from a mechanistic view of the world to a view of human kind and organization as living organisms, systematically perceives the "overall system" in its inner and outer complexity and has the task to work on this complexity, focuses on mobilizing the productive energy of both people and the organization, and tries to create long-term success through creativity, joy, commitment and strength.

<note tip>Positive Leadership is a management method that consistently focuses on the strengths, resources and potential of people and the organization.</note>

==== Strategies for positive leadership ====


{{:tdp_1:pasted:20250225-172221.png?600|Areas of Behavior for Positive Leadership}}


{{:tdp_1:pasted:20250225-172302.png?600|The Effect of Positive Leadership & Motivation 3.0}}

===== Transformational leadership =====

==== Full range of leadership ====


{{:tdp_1:pasted:20250225-172112.png?600|Full Range Of Leadership Styles}}

Transformational leadership is the ability certain leader shave to inspire, motivate, and mobilize supporters and followers in order to create change or achieve the seemingly impossible. 

Transformational leaders affect followers, who are intended to trust, admire and respect the transformational leaders,by:
  * Increasing their awareness of task importance and value
  * Getting them to focus first on team or organizational goals, rather than their own interests
  * Activating their higher-order needs


==== 4i's of Transformational leadership ====

    - Idealized Influence 表率
    - Inspirational Motivation 激励（大饼）
    - Intellectual Stimulation 激发创新
    - Individualized Consideration 个性化
===== Back to my leadership development =====

==== Addressing my leadership challenge ====

==== Reflecting on My leadership Style ====
您的足迹: • MD-TDP1-MLS • MD-TDP1-COA
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